Procedures in employment psychology

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Monograph

Identifikator:: 173623112X

URN:: urn:nbn:de:zbw-retromon-112923

Document type:: Monograph

Author:: Bingham, Walter Van Dyke http://d-nb.info/gnd/123042593; Freyd, Max

Title:: Procedures in employment psychology

Place of publication:: Chicago & New York

Publisher:: Shaw

Year of publication:: 1926

Scope:: XI, 269 S

Digitisation:: 2020

Collection:: Economics Books

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Document type:: Monograph

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Title:: IV. Choice of workers to be studied

Collection:: Economics Books

CHOICE OF WORKERS TO BE STUDIED 53 accumulate a sufficient number of cases of new employees. Moreover, with old employees the criterion of success may be obtained immediately, whereas nothing can be known about the newly hired workers until they have been at work for a considerable period of time. Meanwhile interest in the investigation may grow cold. In testing old employees it is important to avoid the measurement of technical training acquired since entering the service of this company. If, however, some of the tests are shown to measure abilities acquired by experience on this job, they may nevertheless be used on future ap- plicants on the assumption, subject to verification, that an applicant who comes to the firm already well equipped with these abilities, regardless of when or where he acquired them, will be more acceptable because he will require a shorter period of training than one who lacks these abilities. Difficulties in this regard will be diminished if the in- vestigator uses only newly hired workers as subjects and compares their standings in tests as obtained at the time of application with their vocational success as later demon- strated, or if he uses old employees as subjects but elimi- nates from his tests material of a technical or informational sort. Scott (165) suggested the inclusion among a group of applicants of a “ringer” whose identity is unknown to the investigator. The ringer is known by the management to be either an exceptionally good worker or an exceptionally poor one; and it is assumed that in one case he should test high and in the other case low, compared with the group of ap- plicants. Of course, no conclusions can be drawn from comparisons of a group with but one or two individuals, and this procedure has nothing to commend it except the added zest which the management finds in the experiment. As an extension of this method Scott proposed comparing test scores of a group of proved experts and a group of applicants. Those applicants who test the same as the experts are then considered favorable material. The un- -

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